Culture and Leadership in the Collective and Sustainable Growth of an Organization

Abstract

Fine art, classical music, and gourmet cuisine made "culture" aristocratic. City life became "culture" "civilization" (from lat. oivitas, city). Folktales helped Romantics see themselves as a "culture." "Low culture," the culture of social misfits, and "high culture" usually contrast. European culture developed in reaction to social inequalities in the late 18th and early 19th centuries. Europeans like Jean-Jacques Rousseau and Thomas Hobbes associated "culture" with "anarchy" and "nature." Native Americans, governed by Europeans since the 16th century, symbolised this contrast. Culture-advanced people and groups are hypothesised. Lewis's distinction may have affected Henry Morgan's cultural evolution theory and Herbert Spencer's social Darwinism. The split between high and low cultures has been attributed to the struggle between European colonial powers and European elites and non-elites. Leadership is visible and teachable, research shows. It's simple. Experience, constructive criticism, and chances may benefit potential leaders. Leaders grow via self-reflection, academics, experience, formal education, and training. You must recognise, grasp, and act on certain traits, concepts, and behaviours to encourage greater collaboration. Easy-to-learn skills are more useful. Leaders always improve. This paper will summarize the organizational culture and leader qualities and form a link in between.